2. L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.
7.1 The Decision-Making Process
Define decision.
Describe the eight steps in the decision-making process.
7.2 The Manager as Decision Maker
Discuss the assumptions of rational decision making.
Describe the concepts of bounded rationality, satisficing, and escalation of commitment.
Explain intuitive decision making.

3. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.
7.3 Types Of Decisions and Decision-Making Conditions.
Explain the two types of problems and decisions.
Contrast the three decision making conditions.
Explain maximax, maximin, and minimax decision choice approaches.
7.4 Decision-Making Styles
Describe two decision-making styles.
Discuss the twelve decision-making biases.
Explain the managerial decision-making model.

4. L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.
7.5 Effective Decision Making In Today’s World.
Explain how managers can make effective decisions in today’s world.
List six characteristics of an effective decision-making process.
Describe the five habits of highly reliable organizations.

5. Questions How many choices do you make in a typical day?
How many choices do you make in a typical week?
The average number of choices that the typical American reports making is about 70 in a typical day.
The average CEO engaged in about 139 tasks in a week.
50 percent of their decisions were made in nine minutes or less.
Only about 12 percent of the decisions did they make an hour or more of their time.

6. Decision Making Decision The Decision-Making Process
Making a choice from two or more alternatives.
The Decision-Making Process
Identifying a problem and decision criteria and allocating weights to the criteria.
Developing, analyzing, and selecting an alternative that can resolve the problem.
Implementing the selected alternative.
Evaluating the decision’s effectiveness.

7. The Decision-Making Process
Exhibit 7.1

8. Step 1: Identifying the Problem
A discrepancy between an existing and desired state of affairs.
Characteristics of Problems
A problem becomes a problem when a manager becomes aware of it.
There is pressure to solve the problem.
The manager must have the authority, information, or resources needed to solve the problem.

9. Step 2: Identifying Decision Criteria
Decision criteria are factors that are important (relevant) to resolving the problem such as:
Costs that will be incurred (investments required)
Risks likely to be encountered (chance of failure)
Outcomes that are desired (growth of the firm)
Step 3: Allocating Weights to the Criteria
Decision criteria are not of equal importance:
Assigning a weight to each item places the items in the correct priority order of their importance in the decision making process.

10. Criteria and Weights for Computer Replacement Decision
Exhibit 7.2

11. Step 4: Developing Alternatives
Identifying viable alternatives
Alternatives are listed (without evaluation) that can resolve the problem.
Step 5: Analyzing Alternatives
Appraising each alternative’s strengths and weaknesses
An alternative’s appraisal is based on its ability to resolve the issues identified in steps 2 and 3.

12. Assessed Values of Laptop Computers Using Decision Criteria
Exhibit 7.3

13. Step 6: Selecting an Alternative
Choosing the best alternative
The alternative with the highest total weight is chosen.
Step 7: Implementing the Decision
Putting the chosen alternative into action.
Conveying the decision to and gaining commitment from those who will carry out the decision.

14. Evaluation of Laptop Alternatives Against Weighted Criteria
Exhibit 7.4

15. Step 8: Evaluating the Decision’s Effectiveness
The soundness of the decision is judged by its outcomes.
How effectively was the problem resolved by outcomes resulting from the chosen alternatives?
If the problem was not resolved, what went wrong?

16. Decisions in the Management Functions
Exhibit 7.5

17. Making Decisions Rationality
Managers make consistent, value-maximizing choices with specified constraints.
Assumptions are that decision makers:
Are perfectly rational, fully objective, and logical.
Have carefully defined the problem and identified all viable alternatives.
Have a clear and specific goal
Will select the alternative that maximizes outcomes in the organization’s interests rather than in their personal interests.

18. Assumptions of Rationality
Exhibit 7.6

19. Making Decisions (cont’d)
Bounded Rationality
Managers make decisions rationally, but are limited (bounded) by their ability to process information.
Assumptions are that decision makers:
Will not seek out or have knowledge of all alternatives
Will satisfice—choose the first alternative encountered that satisfactorily solves the problem—rather than maximize the outcome of their decision by considering all alternatives and choosing the best.

20. Influences on Decision Making
Escalation of Commitment
Increasing or continuing a commitment to previous decision despite mounting evidence that the decision may have been wrong.